媒體管理概論第二部分媒體組織1WANGHong,TVDept.CUC媒介行業Star模型

2.1戰略

2.2組織結構

2.3人員發展2WANGHong,TVDept.CUC媒介:一個，還是多個行業？3WANGHong,TVDept.CUC媒介行業多樣的多變的快節奏的4WANGHong,TVDept.CUC媒介行業的主要細分方式：主要的收入來源出售的產品和服務發布的頻道目標群體顧客互動的程度下級劃分：運用極其不同的商業模式如：電視

免費（商業）電視、公共廣播和各種形式的付費電視。地面轉播的、衛星電視、有線電視網絡，或者互聯網節目流。5WANGHong,TVDept.CUC媒介領域傳統方式印刷產品：書、報紙和雜志電子產品：電影、電視、廣播、游戲、音樂、互聯網和移動內容6WANGHong,TVDept.CUC其它方面:易變性顧客范圍內容種類價值鏈中的位置顧客焦點收入模式7WANGHong,TVDept.CUC易變性某些媒介領域是強烈地靠成功驅動的。

由于依賴于公司是否能制造轟動一時的產品，銷售額和利潤可能會變化很大。

如：現代音樂和電影、消費書和雜志（為了其新的發布會而準備的）。成功驅動的行業8WANGHong,TVDept.CUC易變性2.有些領域依靠穩定的消費模式如：報紙已被普遍接受的雜志，其銷售額確實是每一期都在變化的

取決于話題如何，但是總體來說，變動是有限的。9WANGHong,TVDept.CUC易變性電視頻道和小報處于成功推動和穩定消費之間的某個位置。10WANGHong,TVDept.CUC成功驅動穩定的消費模式電視頻道和小報易變性11WANGHong,TVDept.CUC顧客范圍典型的大眾媒介贏利模式基于最大化其所獲得的使用者－如：在廣泛界定的目標范圍內的消費者數量－不了解具體的個人。

如：開路電視和單一拷貝的報紙或雜志。關鍵的技能在于理解媒介使用者的需要，可通過市場研究，

精細調整內容，

滿足需要的整合/包裝以及對產品的大眾市場推廣12WANGHong,TVDept.CUC顧客范圍2.其它領域關注于同其使用者建立個別的關系，媒體知道使用者的名字和地址。這些領域的焦點在于獲取最有利可圖的顧客，充分利用用戶平均收益（ARPUaveragerevenueperuser）和減少訂戶的損失。

如：訂閱的印刷產品、付費有線電視運營商，或互聯網服務供應商。.13WANGHong,TVDept.CUC內容種類聚焦于新聞和信息的媒體專門作娛樂的媒體混合提供聚焦于新聞的企業不得不應對政治的敏感性，并在保證客觀性上要嚴格得多。

如：日報、新聞頻道、商業雜志。14WANGHong,TVDept.CUC在價值鏈中的位置僅僅有幾種媒介企業是真正自己制造內容的：報紙、雜志和電影。大多數的媒介是在做辨別有吸引力的內容、包裝它，再推廣它的事情。

如：CD、電視編排、報紙和雜志的版面設計有些發布者，那些經營平臺的公司，一方面管理基礎設施，另一方面建立和具體的終端用戶的關系。

如：有線電視、互聯網服務商或衛星天線提供商15WANGHong,TVDept.CUC顧客焦點1.–以商業為目標的媒體公司-從事教育，或學術，金融或商業信息的機構2.以終端個人客戶為目標的公司每一種標準都需要考慮到不同的焦點，如內容、銷售額和市場推廣的方法。16WANGHong,TVDept.CUC收入模式以廣告為收入來源的媒體（廣告媒體）很多媒體業務至少是部分地有廣告來資助的。

如：免費電視、報紙（尤其是大開本報紙），和特定類型的雜志，如高端時裝雜志?？蛻羰找尜Y助的媒體一些媒體大部分是通過客戶收益資助的。

如：以訂戶為基礎的，或單本拷貝為基礎的17WANGHong,TVDept.CUC不同的收入在媒體領域中是分開的。Thedifferentrevenuesplitsoutacrossmediasectors.依靠收入來源，其對內容、市場推廣和銷售都有深遠的含義。-媒體公司要考慮廣告商的目標群體嗎？18WANGHong,TVDept.CUC媒介行業的共性幾乎所有的媒介企業都面臨五中主要的挑戰：管理短命的產品處理三方市場界面應對易變性處理多樣的本地市場，而不是真正的國際市場平衡彼此沖突的經濟和更多的社會目標19WANGHong,TVDept.CUC短命的商品：內容內容首先是無形的，并依賴于時尚、潮流和靈感。常常每天都要創造新的，而且大多是短命的（除了幾個經久不衰的）。如：體育或新聞的直播。例子:a.一般說來，一個電視頻道的內容組合有三到五年的壽命，除了幾個走紅的節目，如《幸運輪》、《好日子，壞日子》。b.核心印刷品，如：Elle內容一直在變化以反應最近的新聞和潮流。20WANGHong,TVDept.CUC

結論：與大多數其它行業的個案不同，今天的媒體贏家更有可能是明天的失敗者。創造的過程受制于快速且頻繁的變化，處于這一過程的頂端的挑戰，使得媒介成為“人的行業”。21WANGHong,TVDept.CUC媒介參與者在三個不同的市場競爭最終消費者作者廣告商媒體公司發行/覆蓋價格收入訂戶收入票作者和藝術家的合約許可和版權交易內容辛迪加播出時間和廣告空間銷售活動贊助來源:McKinseyanalyses22WANGHong,TVDept.CUC2.ComplexmarketstructureMediacompaniesgenerallycompeteonthreefronts:Forcompellingcontent(authormarket)Forend-consumerattentionandspending(consumermarket)Forcorporatemarketingbudgets(advertisersandsponsorsmarket)Publisherstryingtoequallyattractivetoaudiencesasdiverseaswriters,readersandadvertisersmustbalancetheireffortsverycarefullyandoftenstillrunintoconflictsofinterest.23WANGHong,TVDept.CUC3.Mediaindustry-veryvolatileincomparisontootherindustries

IndustryrevenuestendtobecyclicalAdvertisingspend,especially,isstronglycorrelatedtoGDP24WANGHong,TVDept.CUCRevenuesareingeneralalsoverydependentonsinglehits.Inmanycases,creatingandmarketingnewproductssuchasTVshows,CDsorfilmsinvolveshighuncertaintyastoconsumeracceptance.Example:80%ofthenewprime-timeshowsintheUSAarenotrenewedforasecondseasonontheair.Highlevelofuncertainty,combinedwiththeindustry’shighproductioncosts,presentsveryhighrisk,notunlikecaredevelopment.Asaresult,thesystematicriskcomponentofthecostofcapitalinthemediaindustry(called‘Beta’inthefinancialjargon)issignificantlyaboveaverage.25WANGHong,TVDept.CUC4.Mediamarkets:local,ratherthanglobal,contentmarketsOnlyafewcharactershaveglobalappeal,suchasMickeyMouse.Ofthetop20best-ratedTVshowsinEurope,itiscommonthat80to90%arelocal.Onlythosepan-Europeanchannelswithuniquelycompellingbrandsandcontentcanattractlargeadvertisingbudgets,suchasEurosport.ThelargestUSmediacompanieshavehadsofaronlylimitedsuccessintheirgeographicexpansion,andhavenotmanagedtogenerateasubstantialshareoftheirrevenuesoutsidetheUSAandrelatedEnglish-speakingmarkets.26WANGHong,TVDept.CUC5.

Mediacompanies:importantrole

Mediacompaniesplayanimportantroleinsocietyastheyfilterandcommentoninformationanddeterminethe‘quality’ofentertainmentoffered.Media:organizationswithsocialresponsibility?Howtobalancethesocialresponsibilitywithprofit-maximizingobjectives.Theyoftenhavetocopewithpoliticalpressureandpowerplays.Mediacompanieshavetohaveobjectiveswhichgobeyondeconomicvaluecreationandhaveavisiononhowtheyshouldcontributetosociety.Thisisuncommonformediacompanies-especiallythosethatareprivatelyowned,andalsoforsomepubliclylistedcompanies.27WANGHong,TVDept.CUCTheUniqueCharacteristicsofMediaFirms28WANGHong,TVDept.CUCTheUniqueCharacteristicsofMediaFirmsNatureoftheproductTypesofEmployeesSpecialorganizationalfactorsinmediacompaniesMedia’suniqueroleinsocietyBlurringoflinesbetweentraditionalmedia29WANGHong,TVDept.CUCNatureoftheproductMostmediafirmsproduceaperishablecommodity–information>onceamessagereachesitsaudienceitlosesmuchofitsvalue.>Effectiveness,timeliness,andperishablilityarecloselyintertwined.

30WANGHong,TVDept.CUCImplications:Mediacompaniesmustproduceanewproductduringeveryproductioncycle.-nonmedia:anychangesbetweencycleareusuallymadeinthepackagingoftheproduct,notcontent.-media:thepackagingremainsthesame,butthecontentoftheproductmustbedevelopedfromscratch.Itcreatesenormousdeadlinepressure,whichdemandsahighlycoordinatedworkflow.Itrequiresconstantcreativityandinnovationonthepartofmediaworkers.31WANGHong,TVDept.CUCTypesofEmployeesThenatureofaninformationproductdemandsthat:thestaffshouldbeeducated,professional,extremelyhardworking,and,inmanycases,verycreative.Mostlytheydonotworkatworkplaceunderthesupervisionofmanagers.Messagedevelopmentisnotarepetitiveprocess,soexperiencedprofessionalscannotteachnewworkersexactlyhowtowriteastoryorcreateanadvertisement.Manymediaemployeesviewthemselvesasmembersofaprofession,notasworkersfortheiremployer.32WANGHong,TVDept.CUCSpecialorganizationalfactorsinmediacompaniesAflexible,horizontalstructureismoresuitabletomediafirmsthanthetraditional,rigid,verticalhierarchy.Thestructuremustaccomplishtwosomewhatcontradictoryobjectives:1.producingmediaproductsinanorderlyfashionsocrucialproductiondeadlinescanbemet,2.producingmediaproductscontainingfresh,innovative,informative,high-qualitymessages.33WANGHong,TVDept.CUCMedia’suniqueroleinsocietyWatchdogsandinterpretersofpublicissuesandeventsManystatutesaredirectedatthemedia:copyright,libel,slander,defamation,shield,andprivacy.34WANGHong,TVDept.CUCResultsbroughtbytheuniqueroleInformationcompaniesarefarmorevisiblethanmostbusinesses.Moreattentionisgiventothemistakesofthemedia.Morestatusbroughtbytheorganizationwhichisgrantedapowerfulanduniqueroleinthissocietybytheenvironment.Intheinformation-basedsociety,themediahaveadisproportionate,particularlyvisible,andofteninfluentialrole.35WANGHong,TVDept.CUCBlurringoflinesbetweentraditionalmediaAmediacompanyistodaymoreacompanywhichoperatesindifferentmediasectorsatthesametime.Mediaconvergence36WANGHong,TVDept.CUCBasicconceptsandmodelsinmanagement37WANGHong,TVDept.CUCDefinition:ValueChainAvaluechainisachainofactivities.Productspassthroughallactivitiesofthechaininorderandateachactivitytheproductgainssomevalue.Thechainofactivitiesgivestheproductsmoreaddedvaluethanthesumofaddedvaluesofallactivities.38WANGHong,TVDept.CUC39WANGHong,TVDept.CUCItisimportantnottomixtheconceptofthevaluechainwiththecostsoccurringthroughouttheactivities.Case:Adiamondcuttercanbeusedasanexampleofthedifference.Thecuttingactivitymayhavealowcost,buttheactivityaddsmuchofthevaluetotheendproduct,sincearoughdiamondissignificantlylessvaluablethanacutdiamond.40WANGHong,TVDept.CUCInfrastructureProgrammerMajorValuePoints–strategicplanning,innovativemanagement,customerinformationsystem,andfinanceServiceProviderMajorValuePoints–strategicplanning,innovativemanagement,flatterCSRstructure,finance,governmentrelations,&E-commercearrangementHumanResourcesManagementProgrammerMajorValuePoints–incentivestoencouragecreativityServiceProviderMajorValuePoints–generalpersonnelmanagement,integratedpersonnelTechnologicalDevelopmentProgrammerMajorValuePoints–technologiesthatenabledifferentiationandmultiplatformpresentationsServiceProviderMajorValuePoints–consumer-centered,integratedproductdevelopmentProcurementProgrammerMajorValuePoints–accesstocreativetalents,agents,andcontentsServiceProviderMajorValuePoints–accesstovaluable,brandedcontentandcontentenhancementtechnologiesInboundLogisticsProgrammerMajorValuePoints–efficiencyandcostcontrol(minimal)ServiceProviderMajorValuePoints–efficiencyandcostcontrol(minimal)OperationsProgrammerMajorValuePoints–contentselectionandscheduling,rapidcontentcustomizationtospecificcustomerneedsServiceProviderMajorValuePoints–packagingbundling,ande-producttransformationOutboundLogisticsProgrammerMajorValuePoints–efficiencyandcostcontrol(minimal)ServiceProviderMajorValuePoints–consumer-centereddeliveryandcostcontrolMarketingandSalesProgrammerMajorValuePoints–selectionofdistributionchannels,promotion/brandingofproducts,developandsupportsalesforceServiceProviderMajorValuePoints–packaging,branding,promotion,developmentofinnovativesalesforceande-commercemechanismsServiceProgrammerMajorValuePoints–content/functionenhancementServiceProviderMajorValuePoints–content/functionenhancement41WANGHong,TVDept.CUCModel:Porter’sFiveForcesModelPorter'sfiveforcesanalysisisaframeworkfortheindustryanalysisandbusinessstrategydevelopmentdevelopedbyMichaelE.PorterofHarvardBusinessSchoolin1979.ItusesconceptsdevelopedinIndustrialOrganization(IO)economicstoderivefiveforceswhichdeterminethecompetitiveintensityandthereforeattractivenessofamarket.Attractivenessinthiscontextreferstotheoverallindustryprofitability.An"unattractive"industryisonewherethecombinationofforcesactstodrivedownoverallprofitability.Averyunattractiveindustrywouldbeoneapproaching"purecompetition".42WANGHong,TVDept.CUC43WANGHong,TVDept.CUCThethreatofsubstituteproducts

Theexistenceofclosesubstituteproductsincreasesthepropensity(傾向）ofcustomerstoswitchtoalternativesinresponsetopriceincreases(highelasticityofdemand).buyerpropensitytosubstituterelativepriceperformanceofsubstitutesbuyerswitchingcostsperceivedlevelofproductdifferentiation44WANGHong,TVDept.CUCThethreatoftheentryofnewcompetitors

Profitablemarketsthatyieldhighreturnswilldrawfirms.Thisresultsinmanynewentrants,whichwilleffectivelydecreaseprofitability.Unlesstheentryofnewfirmscanbeblockedbyincumbents(先入者，占市場份額較大的公司）,theprofitratewillfalltowardsacompetitivelevel(perfectcompetition).theexistenceofbarrierstoentry(patents,rights,etc.)economiesofproductdifferencesbrandequity

switchingcostsorsunkcostscapitalrequirementsaccesstodistributionabsolutecostadvantageslearningcurveadvantagesexpectedretaliationbyincumbentsgovernmentpolicies

45WANGHong,TVDept.CUCTheintensityofcompetitiverivalry

Formostindustries,thisisthemajordeterminantofthecompetitivenessoftheindustry.Sometimesrivalscompeteaggressivelyandsometimesrivalscompeteinnon-pricedimensionssuchasinnovation,marketing,etc.numberofcompetitorsrateofindustrygrowthintermittentindustryovercapacityexitbarriersdiversityofcompetitorsinformationalcomplexityandasymmetryfixedcostallocationpervalueaddedlevelofadvertisingexpenseEconomiesofscaleSustainablecompetitiveadvantagethroughimprovisation46WANGHong,TVDept.CUCThebargainingpowerofcustomers

Alsodescribedasthemarketofoutputs.Theabilityofcustomerstoputthefirmunderpressureanditalsoaffectsthecustomer'ssensitivitytopricechanges.buyerconcentrationtofirmconcentrationratiodegreeofdependencyuponexistingchannelsofdistributionbargainingleverage,particularlyinindustrieswithhighfixedcostsbuyervolumebuyerswitchingcostsrelativetofirmswitchingcostsbuyerinformationavailabilityabilitytobackwardintegrateavailabilityofexistingsubstituteproductsbuyerpricesensitivitydifferentialadvantage(uniqueness)ofindustryproducts47WANGHong,TVDept.CUCThebargainingpowerofsuppliers

Alsodescribedasmarketofinputs.Suppliersofrawmaterials,components,labor,andservices(suchasexpertise)tothefirmcanbeasourceofpoweroverthefirm.Suppliersmayrefusetoworkwiththefirm,ore.g.chargeexcessivelyhighpricesforuniqueresources.supplierswitchingcostsrelativetofirmswitchingcostsdegreeofdifferentiationofinputspresenceofsubstituteinputssupplierconcentrationtofirmconcentrationratioemployeesolidarity(e.g.laborunions)threatofforwardintegrationbysuppliersrelativetothethreatofbackwardintegrationbyfirmscostofinputsrelativetosellingpriceoftheproduct.48WANGHong,TVDept.CUC49WANGHong,TVDept.CUCThesethreegenericstrategiesaredefinedalongtwodimensions:strategicscopeandstrategicstrength.

Strategicscopeisademand-sidedimensionandlooksatthesizeandcompositionofthemarketyouintendtotarget.Strategicstrengthisasupply-sidedimensionandlooksatthestrengthorcorecompetencyofthefirm.Inparticularheidentifiedtwocompetenciesthathefeltweremostimportant:productdifferentiationandproductcost(efficiency).50WANGHong,TVDept.CUCTheresource-basedviewofstrategicadvantage

Source:JayB.Barney

Valuable? Rare? Costly/difficultWellexploitedCompetitive toimitate?

bythefirm?

ImplicationNo - - -

DisadvantageYes No -

ParityYes Yes No

Temporaryadv.Yes Yes Yes

Yes

Sustainable

advantage51WANGHong,TVDept.CUCOrganization52WANGHong,TVDept.CUCOrganizationDefinition:Organizationsare:socialentitiesthataregoaldirected,aredesignedasdeliberatelystructuredandcoordinatedactivitysystems,andarelinkedtotheexternalenvironment.53WANGHong,TVDept.CUCOrganizationAnorganizationexistswhenpeopleinteractwithoneanothertoperformessentialfunctionsthathelpattaingoals.54WANGHong,TVDept.CUC

AnInformation-ProcessingViewofOrganizations-Anorganizationprocessesinformationinordertocoordinateandcontrolitsactivities.

-Information“channelscanbecreatedorabandoned,andtheircapacitiesandthetypesofsignalstobetransmittedoverthemaresubjecttochoice,achoicebasedonacomparisonofbenefitsandcosts”(Arrow,1974)55WANGHong,TVDept.CUCAnInformation-ProcessingViewofOrganizations

-Organizationaldesignproblemisaninformation-processingproblem:”thegreatertheuncertaintyofthetask,thegreatertheamountofinformationthathastobeprocessedbetweendecisionmakers”(Galbraith,1974,p.28)56WANGHong,TVDept.CUCAnInformation-ProcessingViewofOrganizationsOrganizationdesign:-isanormativesciencethatfocusesoncreatinganorganizationtoobtaingivengoals.-hastomatchthedemandforinformationprocessingwiththeinformation-processingcapacityoftheorganization.57WANGHong,TVDept.CUCEffectiveness:ifitrealizesitspurposeandaccomplishesitsgoals.Efficiency:ifitutilizestheleastamountofresourcesnecessarytoobtainitsproductsorservices.Viability:ifitexistsoveralongperiodoftime.Threeparamountcriteriainorganizationdesign58WANGHong,TVDept.CUCCriteriainOrganizationDesignEffectivenessismeasuredbyhowwelltheorganizationproducesgoodsorservicesthatarevalued,anexternalmeasure.-theorganization’soutputsmustbedesiredbysomeone,eitheracustomerorthepublicatlarge.·Efficiencyisincreasedwithfewerresourcesutilizedormoreproductscreated,isaninternalmeasure.59WANGHong,TVDept.CUCEffectiveness

≠EfficiencyEffectiveness:doingtherightthingEfficiency:doingitrightThefundamentalorganizationaldesignproblem:tostructuretheorganizationtobeefficient,effectiveandviable.→Providegeneralguidanceinselectingappropriateorganizationalconfigurationsandorganizationalproperties.60WANGHong,TVDept.CUC

Organizationalfit:isameasureofhowwellthestructurefacilitatescoordinatedactivities-bothinternallyandexternally.Misfitoforganizationalstructure:thestructuredoesnotfacilitatetheneededcoordination.

61WANGHong,TVDept.CUCFundamentaldesigncriterion:-theorganizationmustfittogethertoobtaincoordinatedactivities;-theorganizationmustfititsenvironmentandstrategysothatitsactivitiesmakeitviableinthelargerworld62WANGHong,TVDept.CUCStaticOrganizationDesign-Basedonthepresentstrategytoresearchthepresentorganizationandtomakeitmoreeffectiveandefficiency63WANGHong,TVDept.CUC

Frameworkfororganizationdesign-isthefoundationonwhichacompanybasesitsdesignchoices-consistsofaseriesofdesignpoliciesthatiscontrollablebymanagementandcaninfluenceemployeebehavior-thepoliciesarethetoolswithwhichtheresearchercouldshapethedecisionsandbehaviorsoftheirorganizationeffectively64WANGHong,TVDept.CUC65WANGHong,TVDept.CUC

TheStarModel

-Strategy,whichdeterminesdirection-Structure,whichdeterminesthelocationofdecision-makingpower-Process,whichhavetodowiththeflowofinformation,alsocalledcoordination-Rewardsandrewardssystems,whichinfluencethemotivationofpeopletoperformandaddressorganizationalgoals-People,whichinfluenceandfrequentlydefinetheemployees’mind-setsandskills66WANGHong,TVDept.CUCStrategyPeopleStructureRewardsProcessTheStarModelDirectionSkillsandmind-setsPowerMotivationInforma-tion67WANGHong,TVDept.CUC

DesignProcess:1.DescribePresentStrategy2.DescribetheOrganization(focusonstructureandprocess)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizeorcoordinate?

68WANGHong,TVDept.CUC

DesignProcess:1.DescribePresentStrategy

2.DescribetheOrganization(focusonstructure)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizationorcoordinaton?

69WANGHong,TVDept.CUC“StructureFollowsStrategy”Chandler(1962)70WANGHong,TVDept.CUCMissionTheoverallgoalforanorganizationisoftencalledthemission—theorganization’sreasonforexistence.Themissiondescribestheorganization’svision,itssharedvaluesandbeliefs,anditsreasonforbeing.Itcanhaveapowerfulimpactonanorganization.mission=officialgoals71WANGHong,TVDept.CUCOrganizationalStrategiesandDesignAstrategyisaplanforinteractingwiththecompetitiveenvironmenttoachieveorganizationalgoals.Goal:definewheretheorganizationwantstogoStrategies:definehowitwillgetthere.72WANGHong,TVDept.CUCExample:Goal:15%annualsalesgrowth.Strategies:thatgoalmightincludeaggressiveadvertisingtoattractnewcustomers,motivatingsalespeopletoincreasetheaveragesizeofcustomerpurchases,etc.73WANGHong,TVDept.CUC

“StrategyFollowsStructure”?HallandSaias(1980),Frederickson(1984,1986),Kuhn(1979,1986)74WANGHong,TVDept.CUCSARFTTheStateAdministrationofRadio,FilmandTelevisionPropagandaDepartmentoftheCPCCentralCommitteeInformationOffice(StateCouncil)ForeignPropagandaOffice(CPCCentralCommittee)StateCouncilOrders,directions,policiesandguidelineAppointmentAdvertisersAudienceChinaCentralTelevisionCCTVTimewithAudienceMoneyInformationEntertainmentAttention&money75WANGHong,TVDept.CUCCCTV’sStrategy:It’smission:themouthpieceoftheparty,governmentandthepublicIt’sgoals:basedonthefulfillmentofthemissiontomaximizetheprofitthroughbuildingfamouschannelbrandsinChina.

………………

Whataboutthepublic?

76WANGHong,TVDept.CUC

DesignProcess:

1.DescribePresentStrategy2.DescribetheOrganization(focusonstructure)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizationorcoordinaton?

77WANGHong,TVDept.CUC

ResearchPoint:OrganizationalStructure-Specialization-Shape-Distributionofpower-Departmentalization78WANGHong,TVDept.CUCSpecialization:-referstothetypesandnumbersofspecialtiestobeusedinperformingthework.Shape:-determinedbythenumberofpeopleformingdepartmentsateachhierarchicallevel.thenumberofpeopleinadepartment:spanofcontrol79WANGHong,TVDept.CUC

DistributionofPower:Verticaldistributionofdecision-makingpowerandauthoritycentralizationordecentralizationHorizontaldistributionofpowertheleaderneedstoshiftpowertothedepartmentdealingwithmission-criticalissues80WANGHong,TVDept.CUC

DepartmentalizationorConfiguration:-referstothechoiceofdepartmentstointegratethespecializedworkandformahierarchyofdepartments-thechoiceoftypeofdepartmentismadeateachhierarchicallevel81WANGHong,TVDept.CUCBasicformsofdepartmentform:FunctionalstructureDivisionalstructureMatrixstructure82WANGHong,TVDept.CUCHEADQUARTERSTopManagementDEPARTMENTOperationsDEPARTMENTMarketingDEPARTMENTFinanceDEPARTMENTHumanResourcesFunctionalStructure83WANGHong,TVDept.CUCStrengthsofFunctionalStructureGatheringtogetherallworkersofonetypeallowthemtotransferideas,knowledge,andcontactsamongthemselves.Allowsthemtoachieveagreaterlevelofspecialization84WANGHong,TVDept.CUC

AdvantagesofFunctionalStructure-Usingtheexampleofasinglepurchasingfunctioninoperations,poolingtheworkersallowsthecompanytopresentasinglefacetovendorsandexercisebuyingleverage.-possibilitytorealizeeconomiesofscalepermitsmorescaleandspecialization

85WANGHong,TVDept.CUC

Weaknessesoffunctionalorganization:-notsuitableforvarietyproducts,services,channels,andcustomers-thebarrierscreatedbetweendifferentfunctions,inhibitingcross-functionalprocesssuchasnewproductdevelopment.-----processinterdependencyBestatmanagingasingleproductorserviceline.86WANGHong,TVDept.CUCHEADQUARTERSTopManagement1.Supply:Materials,LaborEquipmentManufacturingSales2.ResearchEngineeringandDesignManufacturingandTestProductflowInformationflowFunctionalStructure87WANGHong,TVDept.CUCCoordinationofFunctionalStructure:

-requiresthattheproductsandtheirquantitiesshouldbethesameforeachofthefunctions-toreduceprocessinterdependency88WANGHong,TVDept.CUCDivisionalStructures:-characterizedbyorganizationalsubunitsbasedonagroupingofproducts,markets,orcustomers.-89WANGHong,TVDept.CUCDivisionalstructure:(product,region,customer)90WANGHong,TVDept.CUC91WANGHong,TVDept.CUC

Weaknessesofproductstructures:-productgeneralmanagersallwantautonomy

-thepossiblelossofeconomiesofscalenotallfunctionscanbedividedintoproductunitswithoutascaleloss----functionalinterdependency92WANGHong,TVDept.CUC

HEADQUARTERSTopManagementDivision1Division2Division3MarketMarketMarketProductdivisions,i.e.groupofsimilarproductsProductflowInformationflowDivisionalStructure93WANGHong,TVDept.CUCServiceCommitteeEditorialCommitteeTechnologicalCommitteeOfficeCPCPersonnelSportProgCenterAdvertisement&BusinessCenterAuditOfficeSupervisingOfficeFinanceGeneralEditorOverseasProgCenterSocial&EducationalProgCenterEntertainmentProgCenterYouthProgCenterNewsProgCenterChinaTV(Newspaper)ChinaSatelliteBroadcastingCo.,LtdChinaInternationalTVCorporationTechnologyManagementOfficeTransmitionCenterChinaTeleplayProductionCenterBSEFilmCNDFilmTechnologyProductionCenterChinaCentralDigitalProgCo.,LtdChinaPhilharmonicOrchestraCCTVPresident94WANGHong,TVDept.CUCCCTVPresidentCCTV-1CorporateCCTV-2BusinessCCTV-3EntertainmentCCTV-4ChineseInterCCTV-5SportCCTV-6MovieCCTV-7Children,Military&AgricultureCCTV-8TeleplayCCTV-9EnglishCCTV-10Scietech&EduCCTV-11TheaterCCTV-12Society&LawCCTV-NewsCCTV-M